Organizational Change Phase IIIOrganizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs of its employees. Change is a perpetual process, once implemented will require sustained, creative planning, and managing. The focus of this final phase of the proposed implementation of the minimum staffing ratio is concentrating on reinforcing this new concept through Press Ganey scores for determination of effectiveness. Analyze possible outcome measurement strategies by referring to Schein’s (2002) force field analysis, and role-map process to prevent slide back, and reinforce the current vision of the change, in addition to identifying other challenges that may require interventional strategies. Establish a quality assessment team that will gather information regarding medication errors, sentinel events, patient satisfaction, employee satisfaction, profit margins, patient flow, and work culture to measure related quality cost, and satisfaction outcomes to evaluate proposed organizational change. Applying Kurt Lewins force field analysis theory for proposed change, assesses the need for minimum staffing ratios through the proccess of (unfreezing), discusses the implementation process, and its many challenges (changing), and the current evaluation of the product (refreezing).

Data collection regarding employee satisfaction, patient outcome, medical errors, and work culture will describe how to determine effectiveness of proposed change. Incorporating the proposed minimum staffing ratios will require internalizing new concepts, determining if those new concepts were adopted, and establishing an employee feedback system to obtain such data. “The collective input of all impacted employees, at each level, will now serve to determine if there is a need for any fine-tuning to any aspect of the planned change approach, including timetables and anticipated costs” (Barkowski, 2005, p. 389). Evaluation of feedback will not only assist in determining the effectiveness of the change, it also creates the desired culture the change intended. “The importance of evaluation cannot undermine the importance of transferring the impact of the intervention back to the organization” (Barkowski, 2005, p. 374). It closes the gap between the old values, and the intended goal. Flowers (2002) states the empowerment of employees effectively in the Edge of chaos; In a typical hospital, a good number of the employees are managed in a traditional machine model-you hire them to do a specified job, not to think creatively about it. If you take self-organization seriously, you ask how you could manage by relying on the intelligence of people at all levels to achieve higher service quality and productivity. To do that, you need a much higher degree of reciprocity, a better quid pro quo. If I am going to ask for more from you-your thought, your creativity-I have got to give you back something that makes sense to you. That could be a big salary-but it doesn’t necessarily have to be. It can be the sense that we are trying to do something extraordinary here, something that is worth giving yourself to. It can be that you are treated with dignity. It can be that you have a community, that you have some influence over how things work, that you feel like you can make a difference. (p. 2) Encouraging staff to...

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Left Blank
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